Team Members 2012 are:* Anal. * Anwaar. * Raneen. * Noor.
Team Members 2013 are:
Organization Analysis and Planning:
First of all we have to do an analysis to the organization:
An Organizational Analysis is a process by which an organization's systems, capacity, and functionality are assessed in order to increase its efficiency, performance, and output.
With the use of various models and theories, an Organizational Analysis aims to understandbehavioral relationships, structure, and technology.
Organizational analysis and planning focuses on cultivating and maintaining an efficient workforce through the design and structure of an organization, as well as the relationships and behavior of individuals within organizations. Specifically, organizational analysis is concerned with developing models and theories that accurately capture the functioning and development of organizations and that account for the ways in which organizations respond to and bring about changes. Organizational planning, on the other hand, involves designing an organization's structure and dividing up the responsibilities of an organization. The goals of organizational analysis and planning typically have been to determine the best way to view and organize a company in order to manage it successfully and to bring about greater efficiency.
We have different way for analysis the internal and external factors that affect an organization environment:
we will talk about two way( SWOT AND PEST)
SWOT Analysis:
A SWOT analysis builds on the results of the PEST analysis, which looks at the company's external environment.
It has two purposes:
1_ to identify company`s strengths and weaknesses, so that i can maintain or increase these strengths and to correct the weaknesses if its exist.
2_ to identify opportunities and threats because of the external environment/ factors.
In each step of the organization`s life we have to identify the strengths and weaknesses that faces the org. The opportunities arise from the weaknesses. When we correct the weaknesses in a good way we will have a good opportunities to take of, also when we fail of maintaining the strengths we will have threat that affect the growth of this org.
Organizational Structure
Definition:
The formal system of task and authority relationship that controls how people are to cooperate and use resources to achieve the organization GOALS.
The principle purpose of organizational structure is one of control: to control the way people coordinate their actions to achieve organizational goals and to control the means used to motivate people to achieve these goals. The org. structure is a response to contingencies involving environment, tech, and human resources.
An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.
Organizational structure determines the division of work between the workers and coordination of official channels and chain of command. It sits organizational relations within their situation organizes and defines responsibilities.
There are three main types of organizational structures:
1- Functional Structure:
It collects all functional specialization in a single department, it means that the employees within the financial divisions tend to perform a specialized set of tasks, each employee also benefit from the experiences of his colleagues in the same specialty because they work in the same department or sector.
The advantage of using this type is that it is economic, because everything is centralized so we do not need to store more and more of the workshop.
The disadvantage of using this type:
1_ The lack of flexibility.
2_ Poor relationship between the different disciplines.
3_ The length of the hierarchy in the sense that many levels of management.
2- Divisional Structure:
Also known as product structure the concept of this type is that it groups each organizational function into a division, each division contains all the necessary resources and functions inside this division.
Example: a plant that makes producers or his manufacturers A and B are split company into two sections A and B and each sector is followed by all its services - almost - from the production, maintenance and financial and stores ....
**Note that with the use of this system, it may be sometimes keep some departments a centralized, such as human resources management.
3- Matrix Structure:
The concept of this type is to group employees by both function and product, it uses teams of employees to accomplish work in order to take advantage of the strengths also make up for the weaknesses, of functional and decentralized forms.
An example would be a company that produces two products, "product a" and "product b". Using the matrix structure, this company would organize functions within the company as follows: "product a" sales department, "product a" customer service department, "product a" accounting, "product b" sales department, "product b" customer service department, "product b" accounting department.
The disadvantage of this type is the difficulty of the organization of work for workers who follow the two main features, but it collects a lot of the advantages of both the organization and sector.
4- Pre- bureaucratic structure:
lack standardization of task, it`s common in small org. and is best used to solve simple tasks. It`s totally centralized.
5- Bureaucratic structures:
Is an org. of non-elected officials of a government or org. who implement the rules, laws. and functions of their institution. It deals with workers like machines and have a certain degree of standardization.
6- Post-bureaucratic:
Is used in two senses in the organizational literature: one generic and one much more specific. The term Post-bureaucratic is often used to describe a range of ideas. This may include total quality management, culture management, and matrix .
Elements of Org. structure:
Elements of organizational structure give companies effective and efficient ways to run their businesses, manage their employees and ensure that tasks are completed. Elements such as work specialization, departmentalization, chain of command, span of control, centralization, decentralization and formalization make up organizational structure. Each element impacts how employees interact with each other to accomplish company goals and objectives.
The following sections describe these six elements of structure:
The first one is:
Work specialization or division of labor:
Use to describe the degree to which activities in the organization are subdivided into separate jobs. Work specialization ensures that each employee has a set of specific duties they're expected to perform based on their work experience, education and skills
Second one is:
departmentalization :
The departmentalization element breaks down how jobs are grouped together to create departments. Departments are created based on the types of jobs employees perform, the products or brands they're assigned to, geographical locations or customer need.
Third one is:
Chain of Command:
In a company, each employee is expected to report to one manager, rather than to several. Mangers are responsible for assigning tasks, informing employees of expectations and deadlines and offering motivation. Managers are also available to answer job-related questions from employees and handle conflicts within their departments. Employees are responsible for completing duties assigned to them by their manager accurately and in a timely fashion.
Fourth one is:
Span of Control:
Span of control suggests how many employees each manager can handle within an organization. This element of organizational structure also outlines the number of mangers an organization needs, which is typically determined based on the number of employees and departments a company has.
Fifth one is:
Centralization and Decentralization
*In a centralized organization, all decisions are made by top-level managers such as the chief executive officer, chief operating officer and chief marketing officer. Centralization leaves department managers with little to no input. This system is typical in larger, corporate organizations.
*A decentralized system affords all managers the opportunity to give input, while bigger decisions are still made by top-level managers.
The last element is:
Formalization:
Formalization is the element that outlines employee roles within a workplace, as defined by the rules and guidelines developed by management. Formalization determines whether employees have to sign in and out upon arriving and exiting the office, frequency and length of breaks, computer usage and dress code.
Another classification of Types of Organizational Structure:
1- simple:
a-It is not elaborated.
b-It has a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
c-The simple structure is a “flat” organization; it usually has only two or three vertical levels.
d-One individual has the decision-making authority
2- Matrix:
. a- It is used in advertising agencies, aerospace firms, research and development laboratories, construction companies, hospitals, universities, management consulting firms.
. b- Its strength is its ability to facilitate coordination when the organization has a multiplicity of complex and interdependent activities:
*The dual lines of authority reduce tendencies of departmental members to protect their worlds.
*It facilitates the efficient allocation of specialists.
3-team:
a-When management uses teams as its central coordination device, you have a team structur
b-It breaks down departmental barriers and decentralizes decision making to the level of the work team.
c-Team structures also require employees to be generalists as well as specialists.
d-In smaller companies, the team structure can define the entire organization.
e-In larger organizations, the team structure complements what is typically a bureaucracy. Team structure enhances the efficiency of bureaucracy standardization by adding the flexibility that teams bring.
4-The Boundaryless :
a-The boundaryless organization seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams.
b-Because it relies so heavily on information technology, some call this structure the T-form (or technology-based) organization.
c-The boundaryless organization also breaks down barriers to external constituencies (suppliers, customers, regulators, etc.) and barriers created by geography.
5- virtual:
1-The essence of the virtual organization is that it is typically a small, core organization that outsources major business functions:
Also referred to as modular or network organization
It is highly centralized, with little or no departmentalization.
2-Virtual organizations create networks of relationships that allow them to contract out business function where management feels that others can do it better or more cheaply.
Factors affecting organizational structure:
1- Available technology:
The knowledge or tech. of how work is to be performed affected how we organize.The repetitive and mechanical work requires high formalization, specialization, and division of labor. If the work is creative like researches -->creativity is required and the org. is not formalization, division of labor is not clear and decision making is highly decentralized.
2- Organization's size:
Number of personnel, outputs, resources or capacity provide measures of an org. size. When the org. keep growing the size of it will increase this leads Re-coordination so this could happened in small groups in the org. according to this we need division of labor and more specialization in the sectors to do the Re-coordination.
3- Organization's Strategy:
Business strategies can also be a factor in a company& liquors organizational structure development. High-growth companies usually have smaller organizational structures so they can react to changes in the business environment quicker than other companies. Business owners may also be reluctant to give up managerial control in business operations. Small businesses still looking to define their business strategy often delay creating an organizational structure. Business owners are usually more interested in setting business strategies rather than developing and implementing an internal business structure.
Organizational Culture
What is Culture?
The set of assumptions and beliefs, values and norms and standards shared by members of the organization .
Organizational Culture:
Specific collection of values and norms are share by people and group in an organization and that control the way they interact with each other and with stackholders outside the organization.
Main Objective:
* Constructing a positive culture in an organization.
* Manage diversity in an organizational culture.
Elements of Positive Org. Culture:
1- Amiability. 2- Job autonomy. 3-Degree of structure. 4-Recognition and rewards. 5-Opportunities for personal growth. 6-Tolerance for risk and change.7-Response to concerns
Play the following videos to identifying the elements of the organizational culture:
1- Creates employee loyalty. 2- Boosts employee moralen Decreases absenteeism and turnover. 3- Improves organization’s productivityn Generates a greater variety of creative ideas and solutions
*Culture of the organization of two types:
1 - Culture weak:
Is the culture in which its members lack of affiliation and interdependence between them, leading to weakness of the institution and not to achieve their objectives.
2 - Strong culture:
Is the culture that its members be in conjunction and cooperation with each other which would lead to the cohesion and organization to achieve the desired goals.
=
*Characteristics of organizational culture:
1- Specific collection of value.
2- Share by group.
3- Reflect the organization image.
4- Encourage staff.
5- Individual behavior.
6- Interact btween employee.
7- Effect on performance and people.
*The importance of organizational culture:
1 - It acts as a guide for management and employees.
2- Is the culture of the organization is an important factor in attracting appropriate staff.
3- Behavior of the individual contributes to the formation of the public image of the institution.
4- Strong organizational culture facilitates the task of management is not to resort to formal proceedings or strict to confirm the desired behavior.
5-The development of treatment of the institution with the surrounding environment and competitiveness, leading to the advancement of the institution.
Team Members 2012 are: * Anal. * Anwaar. * Raneen. * Noor.
Team Members 2013 are:
Organization Analysis and Planning:
First of all we have to do an analysis to the organization:
An Organizational Analysis is a process by which an organization's systems, capacity, and functionality are assessed in order to increase its efficiency, performance, and output.
With the use of various models and theories, an Organizational Analysis aims to understand behavioral relationships, structure, and technology.
Organizational analysis and planning focuses on cultivating and maintaining an efficient workforce through the design and structure of an organization, as well as the relationships and behavior of individuals within organizations. Specifically, organizational analysis is concerned with developing models and theories that accurately capture the functioning and development of organizations and that account for the ways in which organizations respond to and bring about changes. Organizational planning, on the other hand, involves designing an organization's structure and dividing up the responsibilities of an organization. The goals of organizational analysis and planning typically have been to determine the best way to view and organize a company in order to manage it successfully and to bring about greater efficiency.
We have different way for analysis the internal and external factors that affect an organization environment:
we will talk about two way( SWOT AND PEST)
SWOT Analysis:
A SWOT analysis builds on the results of the PEST analysis, which looks at the company's external environment.
It has two purposes:
1_ to identify company`s strengths and weaknesses, so that i can maintain or increase these strengths and to correct the weaknesses if its exist.
2_ to identify opportunities and threats because of the external environment/ factors.
In each step of the organization`s life we have to identify the strengths and weaknesses that faces the org. The opportunities arise from the weaknesses. When we correct the weaknesses in a good way we will have a good opportunities to take of, also when we fail of maintaining the strengths we will have threat that affect the growth of this org.
Organizational StructureDefinition:
The formal system of task and authority relationship that controls how people are to cooperate and use resources to achieve the organization GOALS.
The principle purpose of organizational structure is one of control: to control the way people coordinate their actions to achieve organizational goals and to control the means used to motivate people to achieve these goals. The org. structure is a response to contingencies involving environment, tech, and human resources.
An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.
Organizational structure determines the division of work between the workers and coordination of official channels and chain of command. It sits organizational relations within their situation organizes and defines responsibilities.
There are three main types of organizational structures:
1- Functional Structure:
It collects all functional specialization in a single department, it means that the employees within the financial divisions tend to perform a specialized set of tasks, each employee also benefit from the experiences of his colleagues in the same specialty because they work in the same department or sector.
The disadvantage of using this type:
1_ The lack of flexibility.
2_ Poor relationship between the different disciplines.
3_ The length of the hierarchy in the sense that many levels of management.
2- Divisional Structure:
Also known as product structure the concept of this type is that it groups each organizational function into a division, each division contains all the necessary resources and functions inside this division.
Example: a plant that makes producers or his manufacturers A and B are split company into two sections A and B and each sector is followed by all its services - almost - from the production, maintenance and financial and stores ....
**Note that with the use of this system, it may be sometimes keep some departments a centralized, such as human resources management.
3- Matrix Structure:
The concept of this type is to group employees by both function and product, it uses teams of employees to accomplish work in order to take advantage of the strengths also make up for the weaknesses, of functional and decentralized forms.
An example would be a company that produces two products, "product a" and "product b". Using the matrix structure, this company would organize functions within the company as follows: "product a" sales department, "product a" customer service department, "product a" accounting, "product b" sales department, "product b" customer service department, "product b" accounting department.
The disadvantage of this type is the difficulty of the organization of work for workers who follow the two main features, but it collects a lot of the advantages of both the organization and sector.
4- Pre- bureaucratic structure:
lack standardization of task, it`s common in small org. and is best used to solve simple tasks. It`s totally centralized.
5- Bureaucratic structures:
Is an org. of non-elected officials of a government or org. who implement the rules, laws. and functions of their institution. It deals with workers like machines and have a certain degree of standardization.
6- Post-bureaucratic:
Is used in two senses in the organizational literature: one generic and one much more specific. The term Post-bureaucratic is often used to describe a range of ideas. This may include total quality management, culture management, and matrix .
Elements of Org. structure:
Elements of organizational structure give companies effective and efficient ways to run their businesses, manage their employees and ensure that tasks are completed. Elements such as work specialization, departmentalization, chain of command, span of control, centralization, decentralization and formalization make up organizational structure. Each element impacts how employees interact with each other to accomplish company goals and objectives.
The following sections describe these six elements of structure:
The first one is:
Work specialization or division of labor:
Use to describe the degree to which activities in the organization are subdivided into separate jobs. Work specialization ensures that each employee has a set of specific duties they're expected to perform based on their work experience, education and skills
Second one is:
departmentalization :
The departmentalization element breaks down how jobs are grouped together to create departments. Departments are created based on the types of jobs employees perform, the products or brands they're assigned to, geographical locations or customer need.
Third one is:
Chain of Command:
In a company, each employee is expected to report to one manager, rather than to several. Mangers are responsible for assigning tasks, informing employees of expectations and deadlines and offering motivation. Managers are also available to answer job-related questions from employees and handle conflicts within their departments. Employees are responsible for completing duties assigned to them by their manager accurately and in a timely fashion.
Fourth one is:
Span of Control:
Span of control suggests how many employees each manager can handle within an organization. This element of organizational structure also outlines the number of mangers an organization needs, which is typically determined based on the number of employees and departments a company has.
Fifth one is:
Centralization and Decentralization
*In a centralized organization, all decisions are made by top-level managers such as the chief executive officer, chief operating officer and chief marketing officer. Centralization leaves department managers with little to no input. This system is typical in larger, corporate organizations.
*A decentralized system affords all managers the opportunity to give input, while bigger decisions are still made by top-level managers.
The last element is:
Formalization:
Formalization is the element that outlines employee roles within a workplace, as defined by the rules and guidelines developed by management. Formalization determines whether employees have to sign in and out upon arriving and exiting the office, frequency and length of breaks, computer usage and dress code.
Another classification of Types of Organizational Structure:
1- simple:
a-It is not elaborated.
b-It has a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization.
c-The simple structure is a “flat” organization; it usually has only two or three vertical levels.
d-One individual has the decision-making authority
2- Matrix:
. a- It is used in advertising agencies, aerospace firms, research and development laboratories, construction companies, hospitals, universities, management consulting firms.
. b- Its strength is its ability to facilitate coordination when the organization has a multiplicity of complex and interdependent activities:
*The dual lines of authority reduce tendencies of departmental members to protect their worlds.
*It facilitates the efficient allocation of specialists.
3-team:
a-When management uses teams as its central coordination device, you have a team structur
b-It breaks down departmental barriers and decentralizes decision making to the level of the work team.
c-Team structures also require employees to be generalists as well as specialists.
d-In smaller companies, the team structure can define the entire organization.
e-In larger organizations, the team structure complements what is typically a bureaucracy. Team structure enhances the efficiency of bureaucracy standardization by adding the flexibility that teams bring.
4-The Boundaryless :
a-The boundaryless organization seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams.
b-Because it relies so heavily on information technology, some call this structure the T-form (or technology-based) organization.
c-The boundaryless organization also breaks down barriers to external constituencies (suppliers, customers, regulators, etc.) and barriers created by geography.
5- virtual:
1-The essence of the virtual organization is that it is typically a small, core organization that outsources major business functions:
Also referred to as modular or network organization
It is highly centralized, with little or no departmentalization.
2-Virtual organizations create networks of relationships that allow them to contract out business function where management feels that others can do it better or more cheaply.
Factors affecting organizational structure:
1- Available technology:
The knowledge or tech. of how work is to be performed affected how we organize.The repetitive and mechanical work requires high formalization, specialization, and division of labor. If the work is creative like researches -->creativity is required and the org. is not formalization, division of labor is not clear and decision making is highly decentralized.
2- Organization's size:
Number of personnel, outputs, resources or capacity provide measures of an org. size. When the org. keep growing the size of it will increase this leads Re-coordination so this could happened in small groups in the org. according to this we need division of labor and more specialization in the sectors to do the Re-coordination.
3- Organization's Strategy:
Business strategies can also be a factor in a company& liquors organizational structure development. High-growth companies usually have smaller organizational structures so they can react to changes in the business environment quicker than other companies. Business owners may also be reluctant to give up managerial control in business operations. Small businesses still looking to define their business strategy often delay creating an organizational structure. Business owners are usually more interested in setting business strategies rather than developing and implementing an internal business structure.
Organizational CultureWhat is Culture?
The set of assumptions and beliefs, values and norms and standards shared by members of the organization .
Organizational Culture:
Specific collection of values and norms are share by people and group in an organization and that control the way they interact with each other and with stackholders outside the organization.
Main Objective:
* Constructing a positive culture in an organization.
* Manage diversity in an organizational culture.
Elements of Positive Org. Culture:
1- Amiability. 2- Job autonomy. 3-Degree of structure. 4-Recognition and rewards. 5-Opportunities for personal growth. 6-Tolerance for risk and change.7-Response to concernsPlay the following videos to identifying the elements of the organizational culture:
Organizational culture: Impact
1- Behavior.2- Communication.3- Productivity, org. performance.
How to Building and Maintain a positive culture?Benefits of respecting diversity:
1- Creates employee loyalty. 2- Boosts employee moralen Decreases absenteeism and turnover. 3- Improves organization’s productivityn Generates a greater variety of creative ideas and solutions
*Culture of the organization of two types:
1 - Culture weak:
Is the culture in which its members lack of affiliation and interdependence between them, leading to weakness of the institution and not to achieve their objectives.
2 - Strong culture:
Is the culture that its members be in conjunction and cooperation with each other which would lead to the cohesion and organization to achieve the desired goals.
=
*Characteristics of organizational culture:
1- Specific collection of value.
2- Share by group.
3- Reflect the organization image.
4- Encourage staff.
5- Individual behavior.
6- Interact btween employee.
7- Effect on performance and people.
*The importance of organizational culture:
1 - It acts as a guide for management and employees.
2- Is the culture of the organization is an important factor in attracting appropriate staff.
3- Behavior of the individual contributes to the formation of the public image of the institution.
4- Strong organizational culture facilitates the task of management is not to resort to formal proceedings or strict to confirm the desired behavior.
5-The development of treatment of the institution with the surrounding environment and competitiveness, leading to the advancement of the institution.
the relationship between organizational culture and organizational behavior: